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Suppose you’ve made the effort to decide what kind of people you’re seeking for your business, and you’ve even gone to the trouble of making sure you hire staff who match those criteria. Is that enough? No it’s not. As the busin

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

ess leader, your last critical activity is to build staff into a team, and there are four areas you should address to accomplish this.

TELL ‘EM WHAT’S GOING ON
Whether a business is large or small, communication is always at

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

the top of staff complaints. Most bosses assume this means they should talk more, but that’s only a small percentage of it. When you hire good people, one of the characteristics that makes them “good” is that they want to know th

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

ey’re making a difference. How will they know they are doing that? They’ll know it when you build a system to keep them abreast of how the business is doing. Now, you don’t have to tell them everything, but you should keep them

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

nformed of the important stuff. “Like what?” you ask?

Well, how about the challenges the business is facing, new procedures you’re considering, or new twists the market is taking. You might let them know when you or other leaders

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

are going to take time off, and even give them a little report when you get back. Tell them honestly how their work is affecting the success of the business; people want to know when they’re doing things right. By the way, if th

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

ere are bad things going on, focus on the effect of those bad things (gossip, customer service issues, incomplete work) rather than pointing out individuals and ‘hanging it on them’. There IS a time to do such a thing, but it’s wh

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

n you’re meeting one-on-one with the person involved, don’t point out individual problems in general meetings with other staff.

LISTEN TO WHAT THEY’RE TELLING YOU
This is the second critical piece of good communication. Mos

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

t business leaders are challenged for time, so planning for listening is important. Set up a bi-weekly or a monthly meeting for listening. You want to avoid a gripe session, so – especially at the beginning – carefully script it

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

and stick to the script. It’s wise to take notes, and then to take action where action is called for. By the way, there’s nothing wrong with deciding that you are NOT going to do everything that staff would like, but it IS import

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

nt to respect them enough to tell them face to face that you’ve decided not to, and why. Regular feedback is ESSENTIAL. In a small office, giving feedback about action taken on the past month’s concerns is enough. In a larger or

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

ganization, you may want to post a bulletin board listing concerns and the action that followed them. One owner set up an actual team whose job was to follow up on staff concerns and see that action was carried through. Done in c

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

ooperation with the management, this is a very good idea. It’s important, though, that this type of team and leadership communicate regularly to avoid misunderstandings.

INVOLVE THE STAFF IN MAKING THE BUSINESS WORK
Everybod

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

y wants to be part of a winning team, good staff especially so. Once you’ve laid out the challenges that the business is facing in your “listening meetings”, find ways to get the staff involved in helping to meet those challenges.

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

The same business that formed the team for dealing with staff concerns also had staff teams for other major areas, such as the physical plant and internal processes. Not surprisingly, their process team was able to make several c

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

hanges in scheduling procedures that significantly improved flow through the business, raising customer satisfaction and also building employee morale. You might be pleasantly surprised at what staff can do, but again, it takes pl

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

anning to make it work. Don’t just form a team and hope for the best.

REWARD STAFF FOR MAKING THE BUSINESS SUCCESSFUL
Finally, a reward system for making the business successful is an investment, not a cost, if it’s done rig

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

t. To do it right the rewards have to be tied to important values and key results in the business, and not just to monetary gains. Do you want customers to be delighted with your service delivery? Find a way to reward for that.

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

Are you concerned with a smooth flow of customers and information through the business? Look for the data that will allow you to monitor the flow. Monetary rewards are the most common, but they should be tied to actual performan

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

ce so that they are only paid when the business is performing to known goals. Rewards can also be in the form of awards, pins, dinners, etc., but should always be tied to actions or results that make the organization more effective

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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If brown is the new black, then bistro table and chairs are the new furniture. Well, they would be, except that they have been around for almost two centuries now. Ask most people what a bistro table and chair set actually is and, chances are, they will shrug their shoulders and say they don't know.

Interim management has traditionally been seen as a reactive response to organisational failure. Increasingly, a new breed of interims are emerging - people who regard interim management as a career and have transferable leadership skills to work across sectors. Building in organisational capacity to accommodate career interims 'as part of the solution' is discussed.

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